Note: This document has been translated from the Japanese original for reference purposes only. In the event of any discrepancy between thistranslated document and the Japanese original, the original shall prevail. EIZO Corporation assumes no responsibility for this translation or for direct,
indirect, or any other form of damage which may arise as a result of this translation.

Corporate Governance Report
CORPORATE GOVERNANCE

Last updated: June 21, 2024

EIZO Corporation

Masaki Ebisu, President & COO
Contact: Kiyotaka Hira, Senior Manager of General Affairs Department (076-275-4121)
Securities Code: 6737
https://www.eizo.co.jp/
https://www.eizoglobal.com/
The status of the corporate governance of EIZO Corporation (the “Company”) is as follows.

I

Basic Views on Corporate Governance, Capital Structure, Corporate Attributes and Other Basic Information

1. Basic Views
The Company strives to continuously improve its corporate value by building and maintaining relationships of trust with its stakeholders that
support it. To achieve this, it is essential to ensure sound, efficient, and transparent management, and the Company regards the enhancement ofcorporate governance as an important management issue.
For details on the Company’s governance structure based on this basic policy, please refer to “II-2. Matters Related to Functions of Business
Execution, Audit and Supervision, Nomination, Remuneration Decisions, etc. (Overview of Current Corporate Governance Structure)” in thisReport.

[Reasons for Not Implementing the Principles of Japan’s Corporate Governance Code]The information is based on the revised Code of June 2021.
(Includes principles applicable to the Prime Market since April 2022.)[Principle 1.4] (Cross-Shareholdings)<Policy on cross-shareholdings>
The Company holds shares of business partners that contribute to the enhancement of corporate value over the medium- to long-term, including
the continuation of good business relationships and the building of long-term relationships of trust, as cross-shareholdings. The Board of Directors
determines the appropriateness of holding such shareholdings at least once a year by comprehensively reviewing the purpose of holding eachindividual stock, transaction status, share price, dividend amount, etc. Periodic and ongoing verification will continue to be conducted to review
the necessity of holding or selling shares.
<Criteria for exercising voting rights pertaining to cross-shareholdings>
With respect to the exercise of voting rights in cross-shareholdings, the Company carefully examines the management policies, businessperformance, and other aspects of the companies in which the shares are held, as well as the content of proposals, and determines whether the
exercise contributes to the enhancement of shareholder value over the medium- to long-term.

[Disclosure Based on the Principles of Japan’s Corporate Governance Code]Updated[Principle 1.7] (Related Party Transactions)
The Company conducts periodic investigations of transactions between the Company and its Directors and their immediate families regarding theexistence of such transactions. The approval of the Board of Directors is required for any self-dealing, conflict-of-interest transactions, or any otherimportant transactions engaged into by Directors, and such transactions must be reported to the Board of Directors without delay after thetransaction to confirm its rationality and appropriateness so that the transaction will not harm the interests of the Group or the common interestsof its shareholders.
In addition, transactions with related parties are disclosed in annual financial statements and other documents in accordance with laws andregulations.
[Supplementary Principle 2.4.1] (Ensuring Diversity)
The Company aims to propose products, systems, and solutions that exceed customers’ expectations with imaging technology at the core. A
medium-term human resource development policy has been formulated in which, “We will develop human resources with more flexible thinking
and practical skills to respond to the age of VUCA, based on the development of diverse human resources who can ‘create’ and ‘support’ the next
business model amid the increasing sophistication and complexity of manufacturing.”
Regarding the promotion of females to management positions, the Company aims to achieve a 7% ratio of female managers in Japan by 2026.
To promote activities of female employees, the Company is working to create an environment in which women can balance work and family life,
and is promoting initiatives such as the establishment of leaves of absence and shortened working hours. In Japan, measures are being promoted
such as reinforcing the recruitment of female employees, appointing women to leadership positions, and enhancing training systems, including
career design training for female employees, which will lead to achieving the target ratio of female managers.
[Current ratio of female managers: 3 managers/2.2% in Japan, 20 managers/21.3% overseas]Targets have not been set for the appointment of foreign nationals to management positions.
The Group consists of 18 companies around the world, including Japan, Germany, China, and the U.S., with employees representing 36
nationalities. The Company’s idea is that human rights of each individual should be respected rather than numerical targets, and that appropriate
personnel should be appointed as managers based on a fair evaluation of their abilities. In principle, top management of group companies in eachcountry is staffed by local personnel, and we strive to create a suitable work environment while taking advantage of the diversity of situations,cultures, and customs in each country in our economic activities.
[Current status of promotion of foreign nationals to management positions: 2 managers/1.5% in Japan]
There is also a policy of fairly evaluating and appointing suitable mid-career hires, and there is no set numerical targets for management positions.
[Current status of promotion of mid-career hires to management positions: 61 managers/45.2% in Japan]
Details of the above-mentioned initiatives are available on the Company’s website.
https://www.eizoglobal.com/sustainability/social/diversity/[Principle 2.6] (Roles of Corporate Pension Funds as Asset Owners)
The Company has introduced a defined contribution pension plan for the purpose of asset building for its employees.
In order to contribute to the management of each investment, appropriate investment institutions and investment products are selected, andregular training is provided to employees.
[Principle 3.1] (Full Disclosure)i) Company objectives (e.g., business principles), business strategies and business plans<Corporate Philosophy and Principles of Conduct>
The Company has established a corporate philosophy and principles of conduct, which are posted on the Company’s website.
https://www.eizoglobal.com/company/code/<Management Strategy and Plan>
The Company has formulated its 8th Mid-Term Business Plan (three years), with FY2024 as the first year. Details of this 8th Mid-Term Business
Plan are available on the Company’s website.
https://www.eizoglobal.com/ir/management/plan/ii) Basic Views and Basic Policy on corporate governance
The Company’s basic views are outlined in “I-1. Basic Views” of this Report.
In addition, our basic policy is to continuously enhance corporate governance in accordance with the principles of the Corporate GovernanceCode.
iii) Board policies and procedures in determining the remuneration of the senior management and Directors
Please refer to “II-1. Matters Related to Institutional Structure, Organizational Operation, etc.” ([Directors' Remuneration] "Disclosure of Policy for
Determining Remuneration or Calculation Method") of this Report.
iv) Board policies and procedures in the appointment/dismissal of senior management and the nomination of Directors
The Company nominates candidates for the Board of Directors who, in addition to satisfying the eligibility requirements required by laws andregulations, have outstanding abilities, experience, character and insight related to corporate management. In addition to the above, the Company
appoints External Directors who are capable of supervising and auditing corporate management and business execution from objective anddiverse perspectives.
Under the above nomination policy, the appointment and dismissal of senior management and the nomination of candidates for Directors areresolved by the Board of Directors after deliberation and reporting by the Nomination and Remuneration Advisory Committee in order to ensure
the objective validity and transparency of the decision-making procedures of the Board of Directors. The consent of the Audit and Supervisory
Committee is required for candidates for Directors who are members of the Audit and Supervisory Committee.
Although the term of office of an Executive Director is one year, in the event that an Executive Director falls under any of the prohibitions set forthin the Company’s internal rules, or if circumstances arise that are deemed inappropriate, the dismissal of the Executive Director will be submitted
to the General Meeting of Shareholders by resolution of the Board of Directors, following deliberations and recommendations by the Nomination
and Remuneration Advisory Committee.
v) Explanations with respect to the individual appointments/dismissals and nominations
The reasons for the selection and nomination of candidates for Directors are disclosed in the Reference Documents for the Ordinary General
Meeting of Shareholders, which presents the agenda for the election.
[Supplementary Principle 3.1.2] (Disclosure and provision of information in English)
In order to provide global stakeholders with information promptly and reliably, the Company discloses its consolidated financial results presentationmaterials in Japanese and English simultaneously on a quarterly basis on the Company and Tokyo Stock Exchange websites, as well as otherinformation in English, such as summary of financial results, English financial statements, Mid-Term Business Plan, notices of convocation of theordinary general meetings of shareholders, and this Corporate Governance Report. The Integrated Report, which describes initiatives to enhance
corporate value over the medium- to long-term in terms of both financial and non-financial information, is disclosed on the Company’s website inboth Japanese and English. The Company will continue to disclose and provide necessary information in English.
[Supplementary Principle 3.1.3] (Initiatives on sustainability, etc.)
The Company’s corporate philosophy is “through the pursuit of imaging solutions, we enrich people in their professional and personal lives.” The“EIZO Group Principles of Conduct,” a set of action guidelines for achieving these goals, stipulates that the Company will provide products,
systems, and services that contribute to solving various social issues based on its unique technologies and ideas, and that the Company willconduct business activities with integrity and with consideration for the environment, human rights, and ethics. These principles of conduct
constitute the Company’s sustainability policy. Further, the Sustainability Committee, which reports directly to the Board of Directors, identifies the

EIZO Group’s materiality (seven key issues) and works to promote sustainability under the supervision of the Board of Directors.
1) Responding to Climate Change
The Company has identified "respond to climate change" as one of the key issues and is working on climate change countermeasures, including
setting targets for reducing GHG emission across all business activities. In May 2021, the Company supported the recommendations of the TCFD
and analyzed the risks and opportunities to its business posed by climate change. Additionally, in May 2023, the Company formulated anddisclosed “Transition to Net Zero,” the Company’s concrete measure and plan to achieve Net Zero in 2040. The GHG reduction targets for 2030
presented in this plan have received SBT certification as scientifically aligned targets.
[TCFD Disclosure] (the Company’s website)
https://www.eizoglobal.com/sustainability/environment/tcfd/[Transition to Net Zero] (the Company’s website)
https://www.eizoglobal.com/sustainability/environment/transition/2) Human Capital
The Company has identified “broadminded corporate culture for employees to demonstrate creative abilities” as one of the key issues and is
working to maximize the value of the Company’s human resources and improve their engagement. Under the Company’s human resource
development policy, the Company is advancing the development of human resources who can further expand the Company’s business, bypromoting the cultivation and sharing of the “EIZO Mindset,” which is the confidence and pride that the Company, as a leading company in thefield of imaging, “create the best products in the world and deliver them to customers around the world,” while maintaining high ethical standards
and a global mindset, based on a “broadminded corporate culture for employees to demonstrate creative abilities.” In April 2022, the Company
established the EIZO Group Human Rights Policy and is working to build a human rights management system to foster “respect for human rights
and diversity.”[Human Capital] (the Company’s website or pp47-53 of Integrated Report 2023)
https://www.eizoglobal.com/sustainability/social/https://www.eizoglobal.com/ir/report/integratedreport//[EIZO Group Human Rights Policy] (the Company’s website)
https://www.eizoglobal.com/sustainability/social/respect/
3) Intellectual Property
The Company considers the technologies and designs created in the process of developing its products to be one of its most important assets,
and it makes appropriate investments in their formation, while striving to protect them through active acquisition of patents and design rights.
[Intellectual Property] (the Company’s website)
https://www.eizoglobal.com/sustainability/value/property/[Supplementary Principle 4.1.1] (Summary of scope of the matters delegated to the management)
The Company’s Board of Directors Rules stipulate matters to be resolved in accordance with laws and regulations and the Articles of Incorporation,
as well as matters to be decided by the Board of Directors as important matters that could affect management. The authority to execute otherbusiness operations is clarified for each position according to internal rules.
[Principle 4.9] (Independence Standards and Qualification for Independent External Directors)
The Company believes that to ensure objective and transparent governance, it is necessary for External Directors to have sufficient independence,and has established the following “Criteria for Independence of External Directors.”<Criteria for Independence of External Directors>
1. The Company’s Board of Directors shall deem an External Director or a candidate for External Director of the Company to have independence
in the event that he/she does not fall under any of the items below in the current fiscal year and in the previous three (3) fiscal years.
(1) A person executing business operations (*) of EIZO Group’s business partner, its parent company, or important subsidiary whosetransaction amount exceeds two (2) % of the consolidated net sales of EIZO Group or the business partner.
(2) A person executing business operations of a financial institution or other lenders, or its parent company or important subsidiary which isindispensable for EIZO Group’s financing and on which the Group depends to the extent that there is no substitute.
(3) A consultant, accounting professional, or legal professional who has received from EIZO Group monetary consideration or other properties
equivalent to ten (10) million yen or more during a year, excluding officers’ remuneration (in case a corporation, association, or otherorganization receives such properties, a person who belongs to such organization).
(4) A person executing business operations of a major shareholder of the Company (who holds ten (10) % or more of the voting rights of theCompany directly or indirectly) or its parent company or important subsidiary.
(5) A representative partner, certified public accountant, partner, or employee of the audit firm that is the current Accounting Auditor of EIZOGroup. Or, a person who has belonged to the audit firm that was the Accounting Auditor of EIZO Group during the previous three (3) fiscal
years and was engaged in actual auditing work on EIZO Group.
(6) A person executing business operations or a Corporate Auditor of a company, or its parent company or subsidiary that accepts Directors
from EIZO Group.
(7) A person who has received a donation of ten (10) million yen or more during a year from EIZO Group (in case a corporation, association,or other organization receives such donation, a Director of such an organization or a person directly involved in research, education, orother activities related to such a donation).
(8) A spouse or relative within the second degree of kinship of a person executing business operations who falls under any of (1) to (7) above.
(9) Notwithstanding the foregoing, any other person who has special grounds that could give rise to a conflict of interests with the Company
or its general shareholders, preventing him/her from fulfilling duties as an Independent External Director.

(*) A person executing business operations means a Director (excluding an External Director), corporate officer, operating officer or othersimilar person, or employee.
2. In case an External Director ceases to have the independence stipulated in the Criteria, he/she shall notify the Company immediately.
3. Amendments to the Criteria shall be resolved by the Board of Directors.
[Supplementary Principle 4.10.1] (Nomination committee and remuneration committee)
The Company has established the Nomination and Remuneration Advisory Committee, a voluntary advisory body to the Board of Directors, forthe purpose of further improving the objectivity, adequacy, and transparency of the decision-making procedures of the Board of Directors andfurther enhancing the corporate governance structure by obtaining appropriate involvement and advice from External Directors with respect to
Director nominations and Director remuneration excluding those who are members of the Audit and Supervisory Committee.
The members of the Nomination and Remuneration Advisory Committee are appointed by the Board of Directors from among its members, themajority of whom are Independent External Directors. Additionally, an Independent External Director is selected as chairperson of the committee.
[Principle 4.11] (Preconditions for Board Effectiveness)
The Company’s Board of Directors currently consists of eight members, three of whom are Independent External Directors who meet theCompany’s “Criteria for Independence of External Directors”.
The composition of the Board of Directors is designed to be optimal for the Company by ensuring a balance and diversity of knowledge, experience,and skills of the Board of Directors as a whole, taking into consideration the scale and business structure of the Company.
[Supplementary Principle 4.11.1] (Views on the appropriate balance, diversity, and size of the Board of Directors as a whole in terms ofknowledge, experience, and skills)
The Company’s Board of Directors currently consists of eight members, three of whom are Independent External Directors who meet the
Independence criteria described in [Principle 4.9].
The composition of the Board of Directors is designed to be optimal for the Company by ensuring a balance and diversity of knowledge, experience,and skills of the Board of Directors as a whole, taking into consideration the scale and business structure of the Company.
The knowledge and expertise of each Director is described in a skills matrix, which is published in the Reference Documents for the Ordinary
General Meeting of Shareholders, the Integrated Report and other documents.
[Board Composition] (the Company’s website)
https://www.eizoglobal.com/sustainability/governance/board/[Supplementary Principle 4.11.2] (Concurrent positions held by Directors)
Significant concurrent positions held by Directors are disclosed in the Business Report and the Reference Documents for the Ordinary General
Meeting of Shareholders.
[Business Report]
https://www.eizo.co.jp/ir/stock/invitation/57_invitation.pdf (in Japanese only)[Reference Documents]
https://www.eizoglobal.com/ir/meeting/57_invitation_e.pdf[Supplementary Principle 4.11.3] (Summary of results of analysis and evaluation of the overall effectiveness of the Board of Directors)
1) Evaluation Method
The Company's Board of Directors evaluated the overall effectiveness of the Board of Directors in the form of a discussion among all Directors,
from the perspectives of the Board’s governing structure, supervisory functions, and shareholders engagement. The Board of Directors also
reviewed and evaluated the progress of efforts to address the issues identified in the evaluation of the effectiveness of the previous fiscal year.
<Effectiveness evaluation items for fiscal year 2023>
・ Composition of the Board of Directors (three items)
・ Operation of the Board of Directors (seven items)
・ Management strategy (seven items)
・ Performance monitoring and management evaluation (one item)
・ Business ethics and risk management (two items)
・ Shareholders engagament (one item)
2) Summary of Evaluation Results
The Company’s Board of Directors recognized improvements in the following issues identified in the evaluation of the effectiveness of the previous
fiscal year.
・ Further enhancement of information sharing with External Directors
External Directors can now view materials and minutes of every Management Committee at any time on a website reserved for External
Directors.
・ Ongoing discussion of medium- to long-term management strategies
The Board of Directors continued to discuss management strategies, particularly the company's policy on and approach regarding ROE. The
Board of Directors recognizes that how to communicate the above to stakeholders, including employees, is an important issue. The Board of
Directors needs to continue to consider and discuss management strategies in the future.
・ Expansion of information disclosed to stakeholders (Effective disclosure of corporate information to stakeholders)
The Company’s website has been updated to include non-financial information such as ESG information, improving its comprehensiveness andaccessibility.

Also, as a result of evaluation based on the above evaluation items, the Company’s Board of Directors identified the following new issues withregard to “Operation of the Board of Directors” and “Management strategy.”
・ Expansion of opportunities for communication between external directors and management
・ Ensuring sufficient time for review of materials for Board of Directors meeting
3) Future Actions
The Company’s Board of Directors will continue its efforts to improve the effectiveness of the Board of Directors by addressing the newly identified
issues in addition to the issues that have been addressed since last year.
[Supplementary Principle 4.14.2] (Training policy for Directors)
In order to deepen their understanding of the Group, External Directors are required to receive explanations from the officer in charge, etc. in atimely manner after assuming office regarding the business overview, financial information, organization, etc. In addition, Directors are to receive
information from internal and external sources on matters such as economic conditions, industry trends, financial accounting, and compliance,
which are necessary to fulfill their supervisory and auditing functions.
[Principle 5.1] (Policy for Constructive Dialogue with Shareholders)
The Company recognizes the importance of building relationships of trust with shareholders and investors in order to achieve sustainable growthand enhance corporate value over the medium- to long-term, and is actively engaging in proactive dialogue to that end.
Specifically, the President & COO oversees all aspects of dialogue with shareholders, and a department in charge of investor relations has been
established to carry out investor relations activities to engage in dialogue with shareholders. The Company is working to enhance dialogue byholding financial results briefings, Mid-Term Business Plan briefings, and other such events.
Opinions and requests from shareholders obtained through such dialogue are reported to the Board of Directors, management and related
departments as appropriate by the department in charge of investor relations.
In order to enhance dialogue, the department in charge of investor relations works closely with related departments, such as corporate planning,
general affairs, accounting and finance, development, and sales, to receive necessary information. In addition, insider information related to suchactivity is strictly managed in accordance with internal rules for the prevention of insider trading.
【Action to Implement Management that is Conscious of Cost of Capital and Stock Price】
With regard to the Company's “Action to implement management that is conscious of cost of capital and stock price,” the Company released the“Notice of New Shareholder Return Policy” on May 12, 2023, and in the “Eighth Medium-Term Management Plan” dated May 9, 2024, the Company
updated its business strategy, financial strategy and shareholder return policy to achieve its target of 8% efficiency of capital (ROE) in fiscal year
2026.
[EIZO Announces Mid-Term Business Plan: Visual Technology Evolution Innovating Imaging Value That Only EIZO Can]https://www.eizoglobal.com/ir/management/plan/DC24-006.pdf【Status of Dialogue with Shareholders】
The status of dialogue between management and shareholders during the most recent fiscal year is disclosed on the Company's website.
https://www.eizoglobal.com/sustainability/social/stakeholders/shareholder.html

2. Capital Structure
Foreign shareholding ratio[Major Shareholders]

Updated10% to less than 20%

UpdatedName or Company Name

Number of Shares
Owned (shares)

Percentage(%)

The Master Trust Bank of Japan, Ltd. (trust account)

2,865,800

13.93

Custody Bank of Japan, Ltd. (trust account)

2,726,800

13.25

The Hokuriku Bank, Ltd.

836,900

4.07

The Hokkoku Bank, Ltd.

794,900

3.86

Yoshiki Sasaki

580,000

2.82

Hiroaki Corporation, Ltd.

567,600

2.76

Hazuki Corporation, Ltd.

567,600

2.76

Hiroshi Murata

478,840

2.33

EIZO Employee Shareholding Association

462,736

2.25

FUJI CORPORATION

379,900

1.85

Controlling Shareholder (excluding parent
company)―――

Parent Company

NoneSupplementary Explanation―――

3. Corporate Attributes
Listed Exchange and Market Segment

Tokyo Stock Exchange, Prime Market

Fiscal Year End

March

Industry

Electrical equipment

Number of Employees (consolidated) as of
the End of the Previous Fiscal Year

More than 1,000

Net Sales of the Previous Fiscal Year

More than 10 billion yen and less than 100 billion yen

Number of Consolidated Subsidiaries as of
the End of the Previous Fiscal Year

More than 10 and less than 50

4. Guidelines on Measures to Protect Minority Shareholders in Conducting Transactions with Controlling
Shareholders―――

5. Other Special Circumstances That May Have a Significant Impact on Corporate Governance―――

II

Business management organization and other corporate governance structure related to management
decision-making, execution and supervision

1. Matters Pertaining to Institutional Structure, Organizational Management, etc.
Organizational structure

Company with an Audit and Supervisory Committee[Board of Directors]
Number of Directors under the Articles ofIncorporation

10

Term of Office of Directors under the Articles
of Incorporation

1 yearChairman of the Board of Directors

Chairman & CEO

Number of Directors

8

Updated

Appointment of External Directors

Appointed

Number of External Directors

3

UpdatedNumber of External Directors designated as
Independent Directors Updated3

Relationship with the Company (1)Updated

Name

*
*
*

Attribute

Relationship with the Company (*)
a

b

c

d

e

f

g

h

Toru Inoue

From another company△

Hiroji Takino

From another company△

Masako Osuna

Scholarijk

Items regarding relationship with the Company“○” if the person is applicable to each item “currently or recently,” “△” if the person was applicable to each item in the “past.”“●” if the person’s close relative is applicable to each item “currently or recently,” “▲” if the person’s close relative was applicableto each item in the “past.”a A person executing business operations of a listed company or its subsidiary.
b A person executing business operations or non-executive director of a parent company of a listed company.
c A person executing business operations of a fellow subsidiary of a listed company.
d A person whose main business partner is a listed company or a person executing business operations of such entity.
e A major business partner of a listed company or a person executing business operations of such entity.
f A consultant, accounting professional or legal professional who has received a large sum of money or other properties excluding officers’
remuneration from a listed company.
g A major shareholder of a listed company (If such major shareholder is a corporation, a person executing business operations of thecorporation).
h A person executing business operations (only the person in question) of a business partner of a listed company (those that do not fall underd, e and f).
i
A person executing business operations of an entity with which a relationship of mutual appointment of external officers exists (only the
person in question).
j
A person executing business operations of a company to which a listed company makes donations (only the person in question).
k Other

Relationship with the Company (2)Updated

Audit andSupervisory
Committee

Independent
Directors

Toru Inoue○○

Hiroji Takino

○

○

Name

Supplementary Explanation ofApplicable Items

Reasons for Appointment

He has a wealth of experience and a proven trackrecord in business operations, planning, andaccounting over many years as a manager of abusiness corporation. He has offered his valuable
and straight opinions and proposals on thedecision-making processes of the Company,
Although Mr. Inoue was formerly
based on his extensive knowledge cultivated over
employed by Murata Manufacturing Co.,the years in the electronics industry, thereby
Ltd., which has transactions with thecontributing to improvement of management
Company for the purchase ofsoundness and transparency as an External
components, etc., the transaction
Director. The Company expects that he willamount in fiscal year 2023 was minimal,
continue to contribute to enhancing the corporate
accounting for less than 0.3% ofvalue of the Company by strengthening theconsolidated net sales of both theeffectiveness of its management oversightCompany and Murata Manufacturing,
functions. The Company has determined thatand the Company has determined that
there is no conflict with the Criteria forthis does not affect his independence.
Independence of External Directors set forth by
the Company and the independence standards
set forth by the stock exchange, and that there isno risk of conflict of interest with generalshareholders, and has designated him as an
Independent Director.
He has offered his valuable and straight opinions
and proposals on the decision-making processesof the Company, based on a wealth of experienceacquired at financial institutions and experience
In the past, Mr. Takino was employed by developed as a manager of a business
The Hokuriku Bank, Ltd., one of the corporation and extensive knowledge, thereby
Company’s correspondent banks. As of executing his duties as an External Director fairly
March 31, 2024, the Company held and neutrally. The Company expects that he willloans from the bank, but the amount continue to contribute to enhancing the corporate
was insignificant at less than 0.4% of value of the Company by strengthening theconsolidated total assets, and not effectiveness of its management oversightmaterial to the Company’s financing. functions. The Company has determined that
Therefore,
theCompany
has there is no conflict with the Criteria for
determined that this would not affect his Independence of External Directors set forth byindependence.
the Company and the independence standards
set forth by the stock exchange, and that there isno risk of conflict of interest with generalshareholders, and has designated him as an
Independent Director.

Masako Osuna○○

After many years of career at the Japan External
Trade Organization (JETRO), she has worked
extensively as a university professor and an
external director. Based on this wealth ofexperience and a high level of expertise with afocus on international economics, she has offered
her valuable and straight opinions and proposals
on the decision-making processes of theCompany, thereby executing her duties as anExternal Director fairly and neutrally. The
Company expects that she will continue tocontribute to enhancing the corporate value of theCompany by strengthening the effectiveness of its
management oversight functions. The Company
has determined that there is no conflict with theCriteria for Independence of External Directors
set forth by the Company and the independence
standards set forth by the stock exchange, andthat there is no risk of conflict of interest withgeneral shareholders, and has designated her as
an Independent Director.

―――[Audit and Supervisory Committee]
Committee Composition and Attributes of Chairperson

UpdatedAll Committee
Members (numberof persons)

Full-time Committee
Members (numberof persons)Internal Directors(number of persons)External Directors(number of persons)Audit and Supervisory
Committee

4

1

1

3

Appointment of Directors and employees toassist with the duties of the Audit andSupervisory Committee

Yes

Committee Chair(Chairperson)
External Director

Matters concerning the independence of such Directors and employees from Executive Directors
The duties of the Audit and Supervisory Committee are assisted by the Internal Auditing Department. The Internal Auditing Department is required
to follow the instructions of the Audit and Supervisory Committee with respect to such auxiliary operations.
Those engaged in such auxiliary duties may concurrently perform other duties, but any personnel matters shall be subject to the prior consent of
the Audit and Supervisory Committee.

Cooperation among Audit and Supervisory Committee, Accounting Auditor and Internal Auditing Department
The Audit and Supervisory Committee holds regular meetings with the Internal Auditing Department and the Accounting Auditor and exchanges
information as needed to conduct audits and supervision in coordination with each other.

[Optional Committee]
Establishment of optional committee(s)equivalent to a nomination committee or
remuneration committee

Yes

Status of establishment of optional committee, composition of members, and attributes of the committee chair (chairperson)
All
Committee
Members(number of
persons)

Full-time
Committee
Members(number of
persons)

Internal
Directors(number of
persons)

External
Director(number of
persons)

External
Experts(number of
persons)

Other(number of
persons)

Nomination andRemuneration
Advisory
Committee

5

0

2

3

0

0

External
Director

Nomination andRemuneration
Advisory
Committee

5

0

2

3

0

0

External
Director

Name ofcommittee
Optional
committee
equivalent to anominationcommittee
Optional
committee
equivalent to a
remunerationcommittee

UpdatedSupplementary Explanation

Committee
Chair(Chairperson)

UpdatedThe Company established a Nomination and Remuneration Advisory Committee on February 1, 2021, pursuant to a resolution of the Board of
Directors. The committee added the function of nominating Directors to the existing Remuneration Advisory Committee.
The Nomination and Remuneration Advisory Committee deliberates and makes recommendations on matters related to the nomination policy,
election and dismissal of Directors as well as the system determining the amount of remuneration for Directors (excluding Directors who aremembers of the Audit and Supervisory Committee).
The members of the Nomination and Remuneration Advisory Committee are appointed by the Board of Directors from among its members, themajority of whom are Independent External Directors. The Nomination and Remuneration Advisory Committee currently has six members, four ofwhom are Independent External Directors.

[Independent Directors]
Number of Independent Directors

Updated

3

Other matters related to Independent Directors
The Company designates all External Directors who meet the qualifications of Independent Directors as Independent Directors.

[Incentives]
Implementation of measures to provide
incentives to Directors

Introduction of performance-linked remuneration system, etc.

Supplementary explanation of applicable items
The Company has introduced a performance-linked remuneration and restricted stock remuneration system linked to consolidated operating
income for each fiscal year for Executive Directors.
Grantees of stock options

Supplementary explanation of applicable items―――

[Remuneration of Board of Directors]
Disclosure status (of individual Directors’
remuneration)

Individual disclosure for some

Supplementary explanation of applicable items
The amount of remuneration for Directors is disclosed in the Business Report and Annual Financial Statements.
In addition, the Company discloses individual remuneration for certain directors in its Annual Financial Statements to the extent required by laws
and regulations.
Policy for determining remuneration amounts
or calculation method

Yes

Disclosure of policy for determining remuneration amounts or calculation method
a. Basic policy
The Company’s basic policy is to set the remuneration of Directors at an appropriate level based on the responsibilities and duties of each
Director, taking into consideration the following items. The remuneration system shall consist of fixed remuneration, performance-linked
remuneration (both as monetary remuneration), and stock-based remuneration as non-monetary remuneration. Performance-linked
remuneration and stock-based remuneration shall be paid to Executive Directors.
1) Motivation for medium- to long-term corporate growth of the Company and sustainable enhancement of corporate value2) Role to fulfill corporate social responsibility3) Business environment, performance, and execution of duties
4) Securing human resources with excellent management skills5) The Company's business content and scale
The method of determining remuneration, etc., and the level of remuneration for each position shall be set forth in internal rules to be decided
by the Board of Directors after deliberation and report by the Nomination and Remuneration Advisory Committee, in which Independent External
Directors constitute the majority. The specific amount to be paid and the number of shares to be granted for each fiscal year shall also be
determined to the extent determined by the Board of Directors after deliberation and report by the Nomination and Remuneration Advisory
Committee in accordance with the relevant internal rules.
In addition, the remuneration system and remuneration levels, etc. shall be reviewed in a timely and appropriate manner in response to changes
in the business environment and other factors.
b. Policy for determining the amount of remuneration, etc. by individual for fixed remuneration (monetary remuneration), including policy for
determining the timing or conditions of granting remuneration
The basic remuneration of the Company’s Directors shall be a monthly fixed remuneration, which shall be determined in accordance with theirposition, responsibilities, and years in office, taking into consideration the standards of other companies, the Company's performance, and thelevel of employee salaries, as well as other factors in a comprehensive manner.
c. Policy for determining the details and calculation method of the amount or number of performance-linked and non-monetary remuneration, etc.
(including policy for determining the timing or conditions of granting remuneration)
The Company's performance-linked remuneration and non-monetary stock-based remuneration shall each consist of the following.
1) Performance-linked remuneration shall be based on the amount of consolidated operating income for the fiscal year for which it is paid, inorder to motivate Directors to improve their performance and to appropriately reflect the results of each fiscal year. The amount of
performance-linked remuneration shall be calculated by multiplying 2% of consolidated operating income by the number of points stipulated
in the internal rules for each position of Executive Directors eligible for payment. However, the maximum total amount shall be 150 million
yen. Performance-linked remuneration shall not be paid if the ratio of consolidated operating income to net sales is less than 2% or if theamount of consolidated net income is less than 1,000 million yen. The calculated amount of performance-linked remuneration shall be paid
as Directors' bonuses each year after the Ordinary General Meeting of Shareholders following the end of the fiscal year.
2) Stock-based remuneration shall be granted to executive Directors who are determined by the Board of Directors as restricted stock with acertain Transfer Restriction Period in order to share value with shareholders and to provide an incentive to continuously improve corporate
value. The total amount and total number of shares of stock-based remuneration per fiscal year shall be determined by the Board of Directors,
with the maximum amount of 50 million yen and 20,000 shares. The specific amount of stock-based remuneration shall be calculated basedon the points stipulated in the internal rules for each position of executive Directors who are eligible for payment. The number of shares tobe granted shall be calculated based on the trading price on the stock exchange so that the amount to be paid per share will not be
particularly favorable to the executive Directors.
The timing of the granting of stock-based remuneration shall be determined by a resolution of the Board of Directors after the Ordinary
General Meeting of Shareholders following the end of the fiscal year. Directors who have been granted shares of stock shall not transfer,
grant a security interest in, or otherwise dispose of such shares until they retire from their positions as officers or employees of the Company
or its group companies, as previously determined by the Board of Directors.
d. Policy on determining the ratio of the amounts of fixed remuneration, performance-linked remuneration, and stock-based remuneration to theamount of remuneration, etc. for individual Directors
Performance-linked remuneration shall be based on the amount of consolidated operating income for the fiscal year for which the remuneration
is paid, and the higher the position, the higher the weight of the performance-linked remuneration. The Board of Directors will determine theappropriate allocation of stock-based remuneration as long-term incentive remuneration. The specific calculation method of the amount of
performance-linked remuneration and the amount of stock-based remuneration is as described in c. above. Depending on performance, theratio of performance-linked remuneration to the total amount of fixed remuneration, performance-linked remuneration and stock-based
remuneration (total amount of remuneration) generally ranges from 0% to 50%, and the ratio of stock-based remuneration to the total amountof remuneration generally ranges from 0% to 25%.
e. Other important matters concerning the determination of the details of remuneration, etc. for individual Directors
The details, calculation method and amount of remuneration, etc. for each individual Director shall all be in accordance with internal rules
established by the Board of Directors after deliberation and report by the Nomination and Remuneration Advisory Committee. The determinationof the specific amount of fixed remuneration for each individual shall be delegated to and finally determined by the CEO in accordance withthe relevant internal rules. The scope of delegation to the CEO shall be determined by the Board of Directors, subject to the report of theNomination and Remuneration Advisory Committee.

[Support System for External Directors]
The duties of the Audit and Supervisory Committee are supported by the Internal Auditing Department. The Internal Auditing Department reports
directly to the Audit Committee as well as to the President & COO, ensuring a dual reporting line.
In addition, when attending meetings of the Board of Directors and other important meetings, External Directors receive materials from thedepartment in charge and receive advance briefings on important proposals.

2. Matters pertaining to functions such as business execution, audit and supervision, appointment, andremuneration decisions (overview of current corporate governance structure)

Updated(Board of Directors)
The Board of Directors of the Company is composed of four Directors (excluding Directors who are members of the Audit and Supervisory
Committee) and four Directors who are members of the Audit and Supervisory Committee, and meets on an as-needed basis in addition to themeeting schedule arranged each fiscal year. The Board of Directors deliberates on key management decisions and receives regular reports on
the status of operational execution. Members engage in lively discussions for decision-making and reinforce the supervisory function for
management. The chairperson is Yoshitaka Jitsumori, Chairman & CEO. In fiscal year 2023, the Company held 10 Board of Directors meetings,
with 100% attendance by all Directors*1.
(Management Committee)
The Management Committee is convened in a timely manner to accelerate strategic decision-making, respond to important issues, and deliberateor report on the status of operations and other matters. The Management Committee is mainly composed of internal directors and operating
officers.
(Operating Officer System)
The Company operates an Operating Officer System to separate management supervision from operational execution and expedite theimplementation of operations.
(Audit and Supervisory Committee)
The Audit and Supervisory Committee of the Company is composed of four members, including three Independent External Directors, and meetson an as-needed basis in addition to the meeting schedule arranged each fiscal year. The Audit and Supervisory Committee, in accordance withthe audit policy and plans, audits and supervises the execution of duties by the Board of Directors by attending the Board of Directors and otherimportant meetings as well as examining corporate operations and assets. The Audit and Supervisory Committee is chaired by Toru Inoue, an
Independent External Director and Chairman of the Audit and Supervisory Committee. In fiscal year 2023, the Company held nine Audit andSupervisory Committee meetings, with 100% attendance by all members. *1(Nomination and Remuneration Advisory Committee)
The Nomination and Remuneration Advisory Committee was established as an optional advisory body to the Board of Directors in order to ensuretransparency and objectivity of decisions on the nomination and remuneration of Directors. It deliberates and makes recommendations on mattersrelated to the nomination policy, election and dismissal of Directors, as well as the system determining the amount of remuneration for Directors(excluding Directors who are Audit and Supervisory Committee members). The Nomination and Remuneration Advisory Committee currently has
five members, three of whom are Independent External Directors. The Nomination and Remuneration Advisory Committee is chaired by Toru
Inoue, an Independent External Director and Chairman of the Nomination and Remuneration Advisory Committee. In fiscal year 2023, theCompany held seven Nomination and Remuneration Advisory Committee meetings, with 100% attendance by all members*1.
(Internal Auditing System)
The Company has established the Internal Auditing Department as its internal auditing division. The Internal Auditing Department carries out
internal audits based on the “Basic Annual Audit Plan” which stipulates the audit policy and reports its results to the President & COO. The Internal
Auditing Department is staffed by two people, and the Senior Manager of the Department appoints a separate auditor who is familiar with theoperations of the Internal Auditing Department as necessary to conduct audits.
(Accounting Auditor)
The Company has entered into an audit agreement with Deloitte Touche Tohmatsu LLC and has been audited by the firm.
*1 Director who was newly appointed during fiscal year 2023 attended all meetings of the Board of Directors held during his term of office.

3. Reasons for Adopting the Current Corporate Governance Structure
The Company has adopted the current corporate governance structure based on the judgment that the above structure as a company with an
Audit and Supervisory Committee will strengthen the Board of Directors’ audit and supervisory functions and management transparency, as well
as reinforce corporate governance and enhance corporate value over the medium- to long-term, while enhancing prompt decision-making andbusiness execution.

III Implementation of Measures Concerning Shareholders and Other Stakeholders

1. Efforts to Vitalize Ordinary General Meeting of Shareholders and Facilitate the Exercise of
Voting Rights

UpdatedSupplementary Explanation
Early dispatch of notice ofconvocation of ordinary general
meetings of shareholders

The Company strives to send out the notice of convocation early enough to ensure that shareholders
have sufficient time to consider the contents of resolutions at the Ordinary General Meeting of
Shareholders and the state of business. The Notice of Convocation of the 57th Ordinary General Meetingof Shareholders (for the fiscal year ended March 31, 2024), held on June 20, 2024, was sent on May 30,
three weeks prior to the date of the Meeting.

Setting of Ordinary General
Meeting of Shareholders Day
Avoiding Concentrated Days

To facilitate participation by shareholders in the Ordinary General Meeting of Shareholders, the Company
tries to avoid the days on which many meetings are concentrated, and held the 57th Ordinary General
Meeting of Shareholders (for the fiscal year ended March 31, 2024) on June 20, 2024.

Exercise of voting rights
electromagnetic means

The Company adopts the exercise of voting rights by an electromagnetic method using the voting website
of a securities transfer agent.

byParticipation in electronic voting
platforms and other initiatives toimprove the environment for
institutional investors to exercise
their voting rights

The Company participates in the electronic voting platform for institutional investors operated by ICJ,Inc.

Provision of the notice ofconvocation (summary) in English

English versions of the Notice of Convocation and Reference Documents for the Ordinary General
Meeting of Shareholders have been prepared and are available on the Company’s website.

Other

An explanatory meeting for shareholders is held after the Ordinary General Meeting of Shareholders.

2. Status of IR Activities
Supplementary Explanation
Preparation and publication of
disclosure policy

Posted on the Company’s website.
https://www.eizoglobal.com/ir/disclosure/

Regular briefings for analysts andinstitutional investors

Financial results briefings are held at the end of the second quarter and at the timeof the announcement of fiscal year-end financial results.

Posting of IR Materials on Website

Financial results and other disclosure materials, annual and quarterly financial
statements.
https://www.eizoglobal.com/ir/

Establishment of department(person in charge) related to IR

Department in charge of IR: Investor Relations (IR) Department
IR Office Liaison Officer: Manabu Arise; Director, Executive Operating Officer,
Senior Manager of Accounting & Finance Department, Senior Manager of IR
Department

Explanation by the
representative
himselfYes3. Initiatives Pertaining to Respect for Stakeholders

UpdatedSupplementary Explanation
Respect for Stakeholder Position
Stipulated in Internal Rules andRegulations

The “EIZO Group Principles of Conduct” stipulates that the Company shall “seek to build and maintainstrong bonds of trust with our stakeholders (i.e. business partners, employees, shareholders, and the
local community).”https://www.eizoglobal.com/company/code/

Implementation of environmental
preservation
activities,
CSR
activities, etc.

The “EIZO Group Principles of Conduct” is the basic sustainability policy, and in accordance with thispolicy, the Company strives to provide products and services that solve various social issues with its
unique technologies and ideas, and promotes business activities to realize a sustainable society throughcompliance with laws and regulations, respect for human rights, social contributions, and reduction ofenvironmental impact. In 2022, the Company identified its materiality (key issues) based on the “level ofimportance to stakeholders” and “level of importance to the EIZO Group.” Specific initiatives are available
on the Company’s website and in the Integrated Report.

Formulation of Policy on Provisionof Information to Stakeholders

The Company has formulated a “Disclosure Policy,” which stipulates the provision of fair and accurate
information to stakeholders.
https://www.eizoglobal.com/ir/disclosure/

IV Matters Related to the Internal Control System
1. Basic Views and Status of Internal Control System

Updated(Basic Views)
Together with our stakeholders who support the Company, we aim to be a company that continuously produces appropriate results.
The Company also recognizes that the establishment and maintenance of an internal control system is essential for the pursuit of operational
effectiveness and efficiency, compliance, and reliable financial reporting, and has positioned it as a key management issue.
The Company’s Board of Directors has established the following systems to ensure that the execution of duties by Directors complies with laws
and regulations and the Articles of Incorporation, as well as other systems to ensure the propriety of the Company’s operations.
1. System to ensure that the execution of duties by Directors and employees of the corporate group complies with laws and regulations and the
Articles of Incorporation
The Board of Directors of the Company shall establish the “Corporate Philosophy,” “EIZO Group Principles of Conduct,” “EIZO Group Human
Rights Policy,” “EIZO Group Anti-Bribery Policy” and “Compliance Regulations” for all officers and employees of the Company and its groupcompanies, and shall develop and enhance the compliance program as follows, so that the performance of duties by Directors and employeesof the Company and its group companies shall comply with laws, regulations and the Articles of Incorporation and fulfill corporate social
responsibility.
a. Establish a Compliance Committee to develop and operate a compliance program.
b. In order to ensure thorough compliance, the Company shall educate the Group’s Directors and employees, foster compliance awareness,and conduct audits and other activities to ensure the proper operation of the compliance program.
c. Through the development and operation of an Internal Whistle-Blowing System, the Company shall prevent the occurrence of serious
incidents that could significantly damage corporate value, such as the loss of corporate credibility due to violations of laws and regulations.
d. No relationship with anti-social groups or organizations that threaten the order and safety of civil society. In addition, the Company shalltake a firm stand against unreasonable demands from anti-social groups and organizations, and shall not engage in any acts thatencourage their activities.
2. System for the storage and management of information related to the execution of duties by Directors
The following documents related to important decision-making and reporting concerning the execution of duties by Directors shall be stored
and managed appropriately and securely in accordance with the “Document Management Regulations” and “Regulation Management
Regulations,” etc.
a. Minutes of the Ordinary General Meeting of Shareholders, Board of Directors’ meetings, Management Committee meetings, and related
documentsb. Minutes of important internal meetings and related materialsc. Documents regarding managerial decisions and other important internal application documents
d. Copies of accounting books, financial statements, important contracts, documents filed with government agencies or other public
institutions or with financial instruments exchanges, and other important documents
3. Regulations and other systems for managing the risk of loss in the corporate group
Based on the “Basic Regulations on Risk Management,” the Company shall establish a system for the integrated and centralized managementof risks that may affect the business activities of the group.
a. The Management Committee shall identify “important risks” that are judged to have a high impact on the Company’s business anddetermine risk countermeasures.
b. Establish a Risk Management Committee to analyze, identify, prevent, and control risks by category through the application of various
regulations concerning accounting, information management, health and safety, quality assurance, and environmental management, etc.
c. With regard to business continuity activities, a business continuity plan (BCP) shall be formulated to ensure a prompt and appropriate
response in the event of risk occurrence.

4. System to ensure the efficient execution of duties by Directors in the corporate group
The Company shall establish the following structure to accelerate the decision-making process for the group’s management strategies and tostrengthen the management supervision and business execution systems.
a. Regular meetings of the Board of Directors: Meetings shall be held in accordance with a schedule to be arranged each fiscal year, andextraordinary meetings of the Board of Directors shall be held as necessary.
b. Operating Officer System: To separate management supervision from business execution, an Operating Officer System will be introduced
for prompt business execution.
c. Management Committee: A Management Committee mainly composed of internal directors and operating officers shall be established toefficiently deliberate and discuss important management issues.
d. The status of business execution by group companies shall be reported regularly at regular meetings of the Board of Directors, andimportant matters shall be deliberated at meetings of the Board of Directors and the Management Committee.
5. System to ensure the appropriateness of business operations in the corporate group
The compliance and risk management systems of the group companies shall be managed by the Company in accordance with the “Compliance
Regulations” and the “Risk Management Basic Regulations.” With respect to the execution of business by group companies, the Company
shall manage group companies as necessary and appropriate according to their conditions by means of a reporting and approval system forimportant matters based on the “Group Company Management Regulations” and the “Approval & Report Policy” and by utilizing the internal
audit system, etc.
6. Matters concerning Directors and employees to assist with the duties of the Audit and Supervisory Committee, matters concerning theindependence of such Directors and employees from other Directors (excluding Directors who are Audit and Supervisory Committee members),
and matters concerning the effectiveness of instructions given by the Audit and Supervisory Committee to such Directors and employees
The duties of the Audit and Supervisory Committee are assisted by the Internal Auditing Department. The Internal Auditing Department isrequired to follow the instructions of the Audit and Supervisory Committee with respect to such auxiliary operations. Those engaged in such
auxiliary duties may concurrently perform other duties, but any personnel matters shall be subject to the prior consent of the Audit andSupervisory Committee.
7. Systems for Directors (excluding Directors who are members of the Audit and Supervisory Committee) and employees to report to the Audit
and Supervisory Committee, and systems for Directors, auditors, etc., and employees of subsidiaries or persons who receive reports fromthese persons to report to the Company’s Audit and Supervisory Committee
Directors (excluding Directors who are members of the Audit and Supervisory Committee) and employees of the Company group shall promptly
and appropriately report matters concerning the execution of business operations when requested by a member of the Audit and Supervisory
Committee selected by the Company’s Audit and Supervisory Committee.
If any Director (excluding Directors who are members of the Audit and Supervisory Committee) or employee of the Company group discovers
any material fact in violation of laws, regulations, or the Articles of Incorporation, or any fact that may cause significant damage to the Company,
such fact shall immediately be reported to the Audit and Supervisory Committee.
The department in charge of the group’s Whistle-Blowing System shall report to the Audit and Supervisory Committee any whistle-blowing
received from the group’s Directors (excluding Directors who are members of the Audit and Supervisory Committee) or employees.
It shall be prohibited to treat any person who reports to the Audit and Supervisory Committee unfavorably for the reason of making such report,
and this shall be made known to all employees.
8. Other systems to ensure that audits by the Audit and Supervisory Committee are conducted effectively
Certain members of the Audit and Supervisory Committee selected by the Audit and Supervisory Committee may attend important meetings
such as the Management Committee, inspect important documents including minutes of important meetings and approval documents as wellas internal audit reports, and request explanations from Directors and employees of the group as necessary. In addition, the Audit andSupervisory Committee will meet with the Accounting Auditor and the Internal Auditing Department as necessary to ensure close collaboration.
The Company shall take necessary measures to pay for expenses incurred in the performance of duties by the Audit and Supervisory
Committee.

2. Basic Views on Elimination of Anti-social groups and Status of Improvement
The “EIZO Group Principles of Conduct” stipulates that the Company shall “not have any relations with anti-social groups or organizations thatpose a threat to the order or safety of civil society” and the Company ensures that all employees comply with this “EIZO Group Principles ofConduct”.
In addition, the General Affairs Department serves as the supervising department, collecting information on anti-social groups and organizations,and working with the police and lawyers to cut off relationships with anti-social groups and organizations.

V Other
1. Adoption of Anti-takeover Measures
Adoption of Anti-takeover Measures

None

Supplementary explanation of applicable items―――

2. Other Matters Related to Corporate Governance Structure, etc.

UpdatedOverview of Timely Disclosure System
The Company’s internal system for timely disclosure of corporate information is as follows.
1. Basic policy on timely disclosure
The Company believes it is important to disclose information in a timely and appropriate manner and to fulfill its accountability to all stakeholders,
including shareholders and investors. To this end, the Company will comply with the timely disclosure rules of the Tokyo Stock Exchange.
The Company has also established the “EIZO Group Principles of Conduct” as the standards on which the decisions, evaluations, and actions of
the Company’s officers and employees in their business activities should be based. The “EIZO Group Principles of Conduct” states that theCompany will “disclose information to our stakeholders in an appropriate and timely manner to maintain the fairness and transparency in ourmanagement,” and the Company is working to ensure that all employees are familiar with this policy.
In order to fulfill its social responsibility as a publicly listed company, the Company will continue to strive to provide timely and appropriate corporate
information.
2. Internal system for timely disclosure
In order to ensure fair, timely, and appropriate disclosure of corporate information, the Company has designated the Director in charge of generalaffairs as the “Chief Management Officer.” The Chief Management Officer is responsible for centrally ascertaining and managing corporate
information and directing the disclosure of information based on accurate management judgment. In disclosing corporate information, the Chief
Management Officer instructs the Senior Manager of the General Affairs Department to disclose the information, and the Senior Manager of theGeneral Affairs Department discloses the information based on such instructions.
In disclosing corporate information in a timely and appropriate manner, the facts of decisions are deliberated by the Board of Directors, and after
their decision and approval, the Senior Manager of the General Affairs Department carries out the disclosure. As for the facts of the occurrence,
the Senior Manager of the General Affairs Department carries out the disclosure based on the instructions of the Chief Management Officer, after
verifying the facts.

Corporate Governance System

Schematic diagram of timely disclosure system
Fact of Occurrence

Established Fact
(including financial
results)

Operating Officer/
Head of Each Department
ReportInspection

ReportChief Management Officer(Director in charge ofGeneral Affairs)

ReportCompliancewith laws
andregulations

Deliberation/Resolution
Disclosure instructions

Senior Manager,
General Affairs Department

Information Disclosure

Legal Department(Observance ofcompliance with thelaw)

Directions/Supervision

Board of Directors
Disclosure
instructions

Auditing Department(Internal auditing)